Taylor McMaster
Agency Exit Insider Taylor McMaster Teaches Why Building an Agency to Sell Makes It Worth Acquiring
Episode 15: Agency Exit Insider Taylor McMaster Teaches Why Building an Agency to Sell Makes It Worth Acquiring
Many agency owners say they want to sell the agency someday.
Most never get the chance. There is no succession plan, no buyer, and no version of the business that runs without the owner in the room.
Taylor McMaster did the thing. She built DOT & Company into the account management partner for dozens of marketing agencies, sold it to E2M Solutions, and stayed on as a consultant because she chose to, not because she had to.
In this conversation, Taylor and Stephen Woessner deconstruct the roles she stopped playing, the order she handed them off, and what the acquirer evaluated before saying yes.
Quick answer: Building an agency to sell makes it worth acquiring because a buyer can see the business running without its founder. Taylor McMaster, founder of DOT & Company, explains how she handed off sales calls, management, operations, content, and being the face of the brand, then showed E2M Solutions clear numbers on client and team churn and acquisition costs. Stephen Woessner calls a prospective acquirer the ultimate right-fit prospect.
Stephen frames the episode this way: a prospective acquirer of your agency is the ultimate right-fit prospect. The buyer asks the same questions your next new client should be asking. Will this agency deliver without the founder or the owner in the room? Will the clients stay? Is there a predictable biz dev pipeline already in place? If the agency’s demand lives inside the owner’s personal relationships, inbox, and head, prospects hesitate to say yes and the probability of an acquisition goes down.
An In-Demand Agency™ is an agency whose right-fit prospects prefer it, choose it, and say “I cannot lose them,” and whose team is ready to deliver the experience that Demand promises. Taylor’s story shows what that readiness looks like from the buyer’s side of the table.
Why does building an agency to sell make it worth acquiring?
Building an agency to sell means putting other people in every seat the owner holds today and keeping the numbers that prove the business runs without the owner. Taylor McMaster’s account breaks into four parts: the endgame she set, the roles she handed off, what E2M Solutions evaluated, and the operating system that made due diligence fast.
- Decide the endgame first: exit the business or exit the org chart
Taylor McMaster knew the endgame before she built the business. In her words: “The endgame was an exit, whether that meant a full exit of the business or an exit from the org chart.” She also knew what the end would not include: “I knew that the endgame did not involve me having a job.”
That decision shaped everything after it. Taylor stayed on as a consultant for a year after the sale to help the transition, and she is clear about the difference: “I had options when it came to my exit. They still would’ve bought the business if I said I’m leaving the day after the acquisition.”
Stephen Woessner draws out the second path for owners who do not want to sell. Exiting the org chart means the owner moves on to other work and is no longer functionally tied to the business. Both paths require the same preparation.
Taylor also describes what the exit felt like after three years of conversations that did not close: “I think everyone in business, their biggest fear is failure. Their biggest fear is having to close the door and go get a job.” Reaching the goal she set felt like crossing a finish line.
Decide the endgame, then build backward from it.
- Hand off the roles a buyer needs to see you out of, sales and pipeline last
Taylor McMaster sorted her roles into two groups: the ones she was not good at, which had to go early, and the ones a buyer would want her out of so she would not have a job after the sale. “There was roles that I knew a buyer would want to see me out of so that I didn’t have to have a job, and those were sales.”
Management and recruitment went first, each to a dedicated team member. The operations seat, which oversees finances, growth targets, and the leadership team, took six to nine months to hand off. Taylor calls it “a big unlock for me.”
Sales calls took about six months. The process was repeatable, so she documented it and trained a team member through shadowing and coaching: “I got it to a point where every call was the same.”
Content and pipeline went last, six to eight months before the acquisition. Taylor hired a fractional CMO to own content and send leads to the closer. The final piece was being the face of the brand. During an extended leave, she sent team members to an event and a webinar in her place and could then tell the buyer what each one closed. Her advice to owners who do everything: send a senior team member to speak at an event, host a webinar, or host a podcast episode, because “it will stress test how needed you are in that seat.”
Every seat the owner still holds is a question the buyer will ask.
- Show the buyer the business runs without you
E2M Solutions first talked with Taylor McMaster in October 2024, and both sides agreed the timing was not right. When conversations resumed a year later, Taylor had been fully away from the business for more than six months. “They could see that the business was fine without me.” The proof was simple: “I have built this team. I have been gone, everything’s okay.”
Stephen Woessner’s observation: the changes were made before an acquirer asked for them. Taylor had already put capable people in the seats, so the second round of conversations was different from the first. In Stephen’s opinion, that added value to the business.
Taylor describes what E2M evaluated. “Any buyer is going to come in and want to know, how do I take this current business and grow it?” The buyer looked at revenue, client acquisition costs, team acquisition costs, and churn for both clients and account managers, with three to four years of history. They asked where the gaps were that they would need to fix. Taylor summarizes the buyer’s question as “where are the opportunities and where are the risks?” E2M cared less about marketing because it already had a marketing team and an audience to sell into.
Stephen connects that to owning an addressable market. E2M and DOT & Company shared an audience, so the acquisition let a proven model reach people who did not yet know it. Taylor’s takeaway from sitting on the seller’s side of the table: “It really is just business.”
A buyer pays for what keeps working after the owner leaves.
- Keep the numbers ready before anyone asks
Taylor McMaster’s closing advice is two words: “Have really good numbers.” She means the operating numbers, not only the accounting numbers. “Have a structured operating system in your business that has backdated years, so that you can show a potential buyer that you are organized.”
DOT & Company tracked the levers that mattered: new clients, sales call conversion, time from sale to working with a client, client churn, and account manager churn. During due diligence, the team turned around a full folder of requested documents within 24 hours. Taylor’s explanation: “That was because we built it to sell it.”
Built to sell means the numbers are ready at any time, for any buyer, and for the owner first.
The roles Taylor McMaster handed off, in order
| Role | How it was handed off | Time it took |
| Management | A dedicated manager for the team; Taylor says management was never her strength. | Early |
| Recruitment | A dedicated team member who owned recruiting. | Early |
| Sales calls | Documented a repeatable call, then trained a team member through shadowing and coaching. | About 6 months |
| Operations seat | Someone to oversee finances, growth targets, and the leadership team. | 6 to 9 months |
| Content and pipeline | Hired a fractional CMO to own content and send leads to the closer. | Handed off 6 to 8 months before the acquisition |
| Face of the brand | Sent team members to an event and a webinar in her place, then kept the results as proof. | Tested during her extended leave |
What did the exit feel like on the other side?
When Taylor McMaster and Stephen Woessner first talked about the sale, Taylor described it as the weighted blanket coming off. Stephen asked whether the exit felt the way she and her family hoped it would.
Taylor’s answer was yes, 100 percent. She expected to feel less excited than she did. Instead: “I’ve lost enough sleep and enough of my soul over this business that I was just very happy to not own it anymore.”
She also offers a contrast. A family member sold a business of about 30 years around the same time and did not have the same full-body reaction. Taylor’s own theory is that she built the business to sell it, spent three years believing the sale could happen any day, and finally reached the goal she set. Stephen’s theory is that she architected the exit with precision, so the feeling downstream matched the plan.
What you will learn in this episode
- Why a prospective acquirer is the ultimate right-fit prospect, and the three questions a buyer and a new client both ask
- The difference between exiting the business and exiting the org chart
- Which roles a buyer wants the owner out of, and why sales and pipeline go last
- How a repeatable sales call can be documented and handed to a team member
- How to test whether anyone besides the owner can be the face of the brand
- What E2M Solutions evaluated: churn, acquisition costs, and where the gaps were
- Why a structured operating system with backdated numbers makes due diligence fast
Start working yourself out of one seat this quarter
- Name the endgame. Decide whether you want to exit the business or exit the org chart, and write down what you will not be doing on the other side.
- List the seats you still hold. Mark the ones a buyer would want you out of. Sales calls, pipeline, and face of the brand usually top the list.
- Document one repeatable process. Start with the role where every instance already looks the same, such as the first sales conversation, and train one person to run it.
- Run one low-risk test. Send a senior team member to a webinar, an event, or a podcast interview in your place and record what came of it.
- Build the numbers file. Track new clients, sales conversion, time from sale to start, client churn, and team churn, with history, so the file is ready before anyone asks.
Frequently asked questions
What does a buyer look at when acquiring an agency?
Taylor McMaster says E2M Solutions focused on revenue, client acquisition costs, team acquisition costs, and churn for both clients and team members. They asked for the last three to four years of client growth, client churn, team growth, and team churn. Taylor adds that E2M cared less about marketing because it already had its own marketing team and audience, so this account reflects one acquirer’s strategic reasons.
Which roles should an agency owner hand off before selling?
Taylor McMaster handed off sales calls, client fulfillment, management, recruitment, the operations seat, the content and pipeline seat, and being the face of the brand. She kept sales and content for last because she would naturally have held onto them. Her test was whether she wanted a job after the sale. Because she did not, every seat needed a capable person in it.
How long does it take to step out of an owner’s roles?
Taylor McMaster reports about six months to step out of sales calls and six to nine months to step out of the operations seat. The content and pipeline seat was the last to move, about six to eight months before the acquisition. These are her timelines at DOT & Company, and an agency’s own timeline depends on how repeatable its processes are.
What is the difference between exiting the business and exiting the org chart?
Taylor McMaster said her endgame was an exit, whether that meant a full exit from the business or an exit from the org chart. Stephen Woessner notes that an owner who does not want to sell can still plan to exit the org chart and stop being functionally tied to the business. Both paths require the same work: other people in the seats the owner holds today.
How does selling an agency connect to business development?
Stephen Woessner calls a prospective acquirer the ultimate right-fit prospect, because the buyer evaluates the same things a new client should evaluate. He lists three questions: will the agency deliver without the founder or owner in the room, will the clients stay, and is there a predictable biz dev pipeline already in place. If demand lives in the owner’s relationships, inbox, and head, prospects hesitate and an acquirer is less likely to buy.
How can an agency show that it does not depend on its founder?
Taylor McMaster used two proofs. During an extended leave, she was fully away from the business for more than six months and could show a buyer that the business was fine without her. She also sent team members to events and webinars in her place, which tested whether anyone other than the founder could be the face of the brand. She also keeps a structured operating system with years of backdated numbers that a team can turn around quickly during due diligence.
Continue the conversation
Episode 2 with Hannah Roth examines the gap between being admired and being chosen. Taylor McMaster’s story shows that an acquirer closes the same gap before it buys.
Episode 3 with Erik Jensen deconstructs how proof activates demand. The numbers Taylor kept ready for due diligence are the same pattern of proof a right-fit prospect looks for.
Episode 9 with Brett Gilliland maps out how leadership capacity turns Demand into predictable growth. Brett’s principle that an agency cannot outgrow its leadership explains why Taylor handed off management and operations first.
Episode 14, Stephen Woessner’s solocast on intentional experiences argues that the experience before the yes is the proof of the experience after it. A buyer’s due diligence is that principle applied to the whole business.
Explore The In-Demand Agency Podcast archive.
Research notes and sources
- The acquisition. E2M Solutions announced its acquisition of DOT & Company in a press release dated January 29, 2026. The release describes DOT & Company as a provider of fractional account management services to digital marketing agencies, quotes Taylor McMaster as Founder of DOT & Company and Brent Weaver as CEO of E2M Solutions, and says DOT & Company keeps its brand as a part of E2M. The deal terms were not disclosed, and these notes include no deal figures.
- Team size. Stephen Woessner’s introduction describes DOT & Company as a team of 40+ account managers. The January 2026 press release describes a 30-person team of account managers. The two figures come from different points in time and different sources, so these notes state neither as a current figure.
- Timeline. The dates in these notes (first conversations in October 2024, Taylor’s extended leave from April 2025, the acquisition in November 2025) are Taylor McMaster’s account in the interview. The public announcement followed in January 2026.
- What the buyer evaluated. The list of metrics E2M Solutions reviewed is Taylor McMaster’s description of her own due diligence. It is one acquirer’s priorities for one strategic acquisition, not a general study of agency valuations. No multiples, prices, or revenue figures were discussed.
- Predictive ROI’s frameworks. In-Demand Agency™ is Predictive ROI’s term. The framing of an acquirer as the ultimate right-fit prospect is Stephen Woessner’s, stated in this episode.
Resources
Learn more about DOT & Company
Learn more about E2M Solutions
Read the acquisition announcement
Listen to the Happy Clients podcast with Taylor McMaster
Explore The In-Demand Agency Podcast archive
Your right next step
Pick the one seat you would least like to give up. That is usually the one a buyer, or your next right-fit client, most needs to see someone else in. Document how you do it, choose the person, and set a date to step out.
Then build the numbers file Taylor describes, so the proof is ready before anyone asks for it.
Onward with gusto!
About Taylor McMaster
Taylor McMaster is the Founder of DOT & Company and host of the Happy Clients podcast. She built DOT & Company into an account management partner for marketing agencies, providing trained account managers who become the day-to-day relationship between an agency and its clients. In January 2026, E2M Solutions announced its acquisition of DOT & Company, and Taylor stayed on as a consultant during the transition. Learn more at DOT & Company and connect with Taylor on LinkedIn.
About Stephen Woessner
Stephen Woessner is CEO and Partner of Predictive ROI and host of The In-Demand Agency Podcast. Over the past decade, his team has hosted more than 1,200 conversations with CEOs, bestselling authors, respected researchers, and agency leaders. Connect with Stephen on LinkedIn.
The transcript below has been edited lightly for clarity, speaker identification, and proper names. The audio remains the authoritative version of the conversation.
Stephen Woessner [00:00:08 – 00:00:54]
Over the past decade, we’ve hosted more than 1,200 conversations with CEOs, bestselling authors, respected researchers, and agency leaders. And that body of work has generated nearly 1 million podcast downloads and YouTube views from listeners and viewers in more than 100 countries. 100 countries. And here’s the red thread running through the insights we’ve collected. Agencies that have built an authority position no longer struggle to be seen. Instead, they struggle to activate latent demand. Agency leaders have said to us, is exactly where we’re sitting right now, authority without demand. So welcome to the In Demand Agency Podcast presented by Predictive ROI.
Stephen Woessner [00:00:55 – 00:02:12]
Sparked by research from the Harvard Business Review, Edelman, Gallup, Agency Corps, all showing that trust has moved upstream. In today’s marketplace, authority earns attention. Yes, but demand, demand is what turns attention into action. Each episode deconstructs the science of demand from behavioral psychology, decision-making research, and the cross-industry strategies behind why in how B2B buyers make their decisions. We interviewed the world’s leading behavioral scientists, agency network leaders, and strategists from industries far beyond ours, experts who are reshaping how demand works. I’m your host, Steven Wessner, and in each episode, we’ll translate their insights directly into the agency world. And these conversations are now being heard by a community of over 30,000 agency owners and their teams. With me for today’s episode is Taylor McMaster, founder of Dot&Co and host of the Happy Clients Podcast.
Stephen Woessner [00:02:12 – 00:03:22]
Taylor built Dot into the account management partner for dozens and dozens of marketing agencies with a team of 40+ account managers who become the day-to-day relationship between an agency and its clients. And then she did the thing that many agency owners say that they want to do. She sold the business. Dot is now an E2M company, and Taylor stayed on as a consultant. When Taylor and I were spending some time together recently, we talked about The sale to E2M, and she said to me, an agency owner can’t be the client’s go-to person if they want to exit and then not have a job going forward. Friends, in every episode of this podcast, we work to help you close the gap between being admired and being chosen. And in my opinion, a prospective acquirer of your agency is the ultimate right-fit prospect. That buyer will look at the exact same things your next new client should be evaluating before they say yes to working with you.
Stephen Woessner [00:03:22 – 00:04:20]
They’ll be asking questions like, will this agency deliver without the founder or the owner in the room? Will the client stay? Is there a predictable biz dev pipeline already in place? So friends, if your agency’s demand lives inside your personal relationships, lives inside your personal inbox and inside your head, prospects will hesitate to say yes. And the probability of an acquirer buying your agency is diminished. So Taylor and I are going to deconstruct the roles inside the business that she needed to stop playing. What processes or team did she need to put in place? And what E2M looked at when they decided that Dot was worth acquiring. So you can build demand that outlives your involvement on your path to becoming an in-demand agency.
Taylor McMaster [00:04:24 – 00:04:51]
And so finally, when it happened, I was just so relieved that I got there. And to your point, I think everyone in business, their biggest fear is failure. Their biggest fear is having to close the door and go get a job. And so finally being able to lock that in and be like, I did it. Like I hit that goal that I set. I think that’s why it felt like this crossing the finish line experience.
Stephen Woessner [00:04:54 – 00:05:09]
Taylor, welcome back. It is so delightful to have you as our guest now on the In Demand Agency Podcast. I am over the moon excited. I can’t wait to start. And I don’t know if you noticed or not, but like my voice was sort of like, ah, in the introduction because I’m so excited for this conversation.
Taylor McMaster [00:05:10 – 00:05:12]
I’m excited to be here, Stephen.
Stephen Woessner [00:05:13 – 00:05:47]
It’s good to be back. Uh, so this is going to be a great conversation, uh, friends. And as you heard, uh, in the introduction, Taylor, the, yes, we, you know, might want to do this thing. We have the dream and aspirations of being able to sell the agency at some point. However, the harsh reality is many agencies don’t ever get that opportunity and then they just close. There’s no succession plan in place. There’s no buyer in place. There’s no chance of actually, or probability of being acquired because the reality is, is they haven’t put certain things into place.
Stephen Woessner [00:05:48 – 00:06:25]
And yes, you could certainly make the argument that, hey, Stephen, it’s not just about biz dev. I get that. I get that, that the agency as a whole needs to be well-run and finely tuned in all the functional areas. Our area of expertise is business development, hence why we tend to focus there. But I get it that it’s more than just business development. But you’ve done the thing. You’ve done the thing that agency owners typically will want to be able to do. So before we start getting into like the roles and, and, and the roles that you need to put into place, Let’s kind of back up a little bit.
Stephen Woessner [00:06:26 – 00:06:39]
As you first started kind of looking at this from a strategic level, what were sort of the things that you knew that you needed to focus on first as kind of the big priorities in order to make the plan a reality downstream?
Taylor McMaster [00:06:40 – 00:07:19]
I like that question. For me, I knew the endgame was an exit, whether that meant A full exit of the business or an exit from the org chart, whatever that meant. I knew I wanted to move on and do other things. I’m sure a lot of your listeners, Stephen, are entrepreneurs like me, and we have ideas, we have aspirations, we have shiny object syndrome. And I knew there would be a point where I would get bored running the same business, so I needed an endgame. Mm-hmm. You know, I love a project. I love a start and I like an end.
Taylor McMaster [00:07:20 – 00:07:44]
And I knew there would be an end someday. So, I was building it with that in mind. Now, because of this vision I had, I knew that the endgame did not involve me having a job. I, I knew that by the time I went through an exit, I didn’t want to have to stay on in any capacity.
Stephen Woessner [00:07:44 – 00:07:45]
Okay.
Taylor McMaster [00:07:45 – 00:08:07]
Now, like you said in the intro, I did stay on as a consultant for a year because I wanted to make sure that transition went as smoothly as possible. Um, but I didn’t have to, and I think that’s the difference. I had options when it came to my exit. They still would’ve bought the business if I said, I’m leaving the day after the acquisition.
Stephen Woessner [00:08:07 – 00:08:07]
Amazing.
Taylor McMaster [00:08:08 – 00:08:24]
So yeah, I think just like having that vision of what, what I wanted the end to look like and then working back from that. Now we’re going to get into all the details of, of what roles and when and, and in what order. Um, but I knew I didn’t want a job.
Stephen Woessner [00:08:26 – 00:09:12]
Okay. I love how you specified because here I think is also a gap. For when I say agency owner, I think we could say business owners in general, but how you said you knew the endgame was going to be an exit, and then you got more specific, which I’m grateful for. You said, I’m either going to exit the business or I’m going to exit the org chart. And so friends, the reason why I’m highlighting that is maybe you don’t want to sell the business, okay, but maybe you want to exit in a different way, which is why I was really happy to hear that. Taylor said, I’m gonna do this in one of two ways, either the business as a whole or the org chart, which then is like, great, then I’m gonna go on to do other things, but I’m not functionally tied to the business any longer. Right?
Taylor McMaster [00:09:13 – 00:09:35]
Exactly. Yes. And that was an option for us. We thought about keeping it in our portfolio of companies, um, but my husband and I, our strategy has changed and we wanted to move on to a local business. And so it just didn’t fit within our strategy anymore. And so that’s why the exit actually did happen.
Stephen Woessner [00:09:37 – 00:10:26]
So this, this might seem like kind of a weird approach as we’re telling this story, but let’s sort of bookend it. So you gave us sort of the left side of the bookend. Let’s go to the right side of the bookend. And what I mean by that is, you know, when you and I were, were talking, I really love this metaphor that you used and you said, when I sold it, it’s like the weighted blanket came off. And I love that because I’m like, ooh, that’s sort of like a visceral reaction. That’s a tangible reaction that people can have. Maybe visceral is not the right word, but okay, the weighted blanket came off. So my question for you on the right side of that bookend is, Did it feel the way that you were expecting it to feel? The weighted blanket came off, and I assume that that was good, but I’m just assuming.
Stephen Woessner [00:10:27 – 00:10:32]
So did it, did after the sale, did it feel like the way that you and your family were hoping that it would feel?
Taylor McMaster [00:10:34 – 00:11:07]
That’s a great question. I would say yes. Okay. 100%. And I expected to feel less excited or something. Like, you know, you think about an exit someday and you’re like, oh my gosh, like, that’s going to be like winning the lottery and I’m going to be just so excited and just there’s going to be no stress and yada, yada, yada. Yeah, it actually does feel like that.
Stephen Woessner [00:11:10 – 00:11:11]
Yeah, it’s exactly like that.
Taylor McMaster [00:11:11 – 00:11:47]
Yeah. Just like, okay, it’s your business now. I’ve lost enough sleep and enough of my soul over this business that I was just very happy to not have to touch that on it anymore. I know I teed that up like it was going to go the other way, but, um, yeah, it’s great. I mean, you work so hard, you give your whole entire everything to a business. You have to. You have to. And if your vision is clear enough, when you get to that point, it should be everything you wanted.
Taylor McMaster [00:11:50 – 00:12:23]
And I’ve seen other people sell their businesses who it didn’t really feel like that. You know, my family, they sold their business around a similar time. Now they had theirs for about 30 years, not 7. And my mom, who was the owner, was just Like, you know, it’s nice to sell, but like she didn’t have the same like full body, oh my gosh, this is crazy. I can’t believe we’re on the other side of this feeling. And I haven’t fully unpacked why, but.
Stephen Woessner [00:12:26 – 00:13:05]
Okay. I’ve, I have a theory and maybe it’s wildly wrong. So I guess we’ll kind of pressure test this a little bit. Um, is it plausible that maybe you felt the way that you felt because you had done so much to prepare for it that it’s not like, um, we used to laugh about, uh, one of our, in a lovingly way, one of our family members, um, who, you know, would create a business and then the person, uh, they would sell it. Somebody would walk in with money and then all of a sudden the business was, they sold the business. Mm-hmm. moved on to start another thing. It was like, okay.
Stephen Woessner [00:13:06 – 00:13:27]
Um, but, but that wasn’t what, you know, happened for you. You, you architected this with precision. At least that’s my impression, with precision. And so with that becomes some, um, you know, sort of anticipation of what it’s going to feel like downstream. I don’t know. What do you think about that theory?
Taylor McMaster [00:13:30 – 00:13:50]
I think yes. Um, I think that when you’re— I mean, I, I did specifically build it to sell it, and I had— I knew what it was gonna feel like when I did sell it. But for 3 years before I sold it, I thought that day was gonna come any day.
Stephen Woessner [00:13:50 – 00:13:51]
Hmm.
Taylor McMaster [00:13:51 – 00:14:04]
I spent 3 years in this like, It’s gonna, I’m gonna sell the business, I’m gonna sell the business. And it wasn’t happening, wasn’t happening. Conversation, conversation, wasn’t happening, wasn’t happening. So it was almost like this, is it ever gonna happen?
Stephen Woessner [00:14:05 – 00:14:06]
Interesting.
Taylor McMaster [00:14:06 – 00:14:38]
Like, this is why I built this business. Like, I can’t, I don’t want to keep it in my portfolio. I want to sell it. That’s my goal. And it almost felt like, am I ever gonna hit my goal? And so finally when it happened, I was just so relieved that That I got there. And to your point, I think everyone in business, their biggest fear is failure. Their biggest fear is having to close the door and go get a job. And so finally being able to lock that in and be like, okay, I did it.
Taylor McMaster [00:14:40 – 00:14:47]
Like I hit that goal that I set. I think that’s why it felt like this crossing the finish line experience.
Stephen Woessner [00:14:49 – 00:15:33]
Masterful. Really love this. This is such a great way to get our conversation started. So now that we have the bookends kind of set, and as you were thinking about selling the business and building a plan for that, what were some of the roles that you knew that if I’m going to do this with excellence and hit this goal, what were some of the roles that you knew you were going to have to extract yourself from? We’ll get to the how in just a minute, but as you just sort of looked at the landscape of roles, what were some of those roles that you knew you could no longer be in the cast of characters playing those roles?
Taylor McMaster [00:15:34 – 00:15:40]
Yeah. Well, there was roles that I knew I wasn’t good at.
Stephen Woessner [00:15:40 – 00:15:41]
Okay.
Taylor McMaster [00:15:42 – 00:16:11]
So those had to go. And then there was roles that I knew a buyer would wanna see me out of so that I didn’t have to have a job. Those were sales. Okay. Um, yeah, that’s, that’s the main one. All the other ones I like, I, you know, you can’t, you know, you can’t do client fulfillment and you can’t do management. I was not good at management.
Stephen Woessner [00:16:11 – 00:16:12]
Mm-hmm.
Taylor McMaster [00:16:12 – 00:16:18]
Will never be. So that’s just something that had to go. Um, and then the last one was pipeline.
Stephen Woessner [00:16:19 – 00:16:19]
Hmm.
Taylor McMaster [00:16:20 – 00:16:38]
Was growth, client acquisition, kind of tying in the sales. Um, I kind of look at it as taking sales calls and owning sales calls. And then there’s the content machine, like you and I talked about on my podcast.
Stephen Woessner [00:16:39 – 00:16:39]
Mm-hmm.
Taylor McMaster [00:16:40 – 00:16:55]
That, that podcast content top of funnel machine always sat with me and I didn’t get that off my plate until, um, let me think, 6 to 8 months before the acquisition.
Stephen Woessner [00:16:56 – 00:16:56]
Okay.
Taylor McMaster [00:16:57 – 00:17:16]
So that was the last thing to go, but that was so important. Um, yeah, those were probably the 2 roles that I naturally would have kept. But knowing that I didn’t want to have a job at the end of the exit, I made sure that there was people in those roles. So sales calls and content.
Stephen Woessner [00:17:18 – 00:17:50]
Okay. So when you mentioned the 6 to 8 months before the acquisition, and I hope you don’t mind me asking this, but, but were you already in conversations with E2M or had you proactively made the decision of like, If I’m going to be able to step into those conversations as, as unfettered as possible, I need to, I need to take this final role and move that off of my plate, uh, because then, then, then that is even cleaner in the due diligence process.
Taylor McMaster [00:17:51 – 00:18:16]
Good question. Let me think back to the timeline. Um, I had started to talk to E2M in October of ’24. Uh, we decided that fall that it wasn’t the right time for both of us. And then in January, I was preparing for my second maternity leave, which was going to be in April.
Stephen Woessner [00:18:16 – 00:18:16]
Okay.
Taylor McMaster [00:18:17 – 00:18:22]
And I knew that after that, that mat leave, I was not planning to come back into the business in any capacity.
Stephen Woessner [00:18:23 – 00:18:23]
Oh, okay.
Taylor McMaster [00:18:24 – 00:19:09]
So I started to say, okay, this is the piece that I still own. I need to find somebody to slot into this seat. So I ended up hiring a fractional CMO and she stepped in in probably March, and that was really to replace me for my mat leave. I, I was planning, okay, she’ll step in, I’ll go on mat leave, and then we’ll maybe like hire somebody else long-term. But the acquisition ended up happening in November. So I was off April, May, June, July, August, September, October. We were in conversation like for the final time in October, November, and she was still on the team and I decided I’m not going to step back into that role. I’m going to keep her.
Taylor McMaster [00:19:10 – 00:19:18]
And so it was just kind of like it lined up and it worked out. Um, but yeah, hopefully that answers your question.
Stephen Woessner [00:19:19 – 00:20:03]
It does. Uh, and I think that’s perfect. So the Lord works in mysterious ways how that sort of was blended together with maternity leave and then coming back. But, but you had, you had made the decision that you were going to, uh, that you were going to find smart, capable people to take these roles off your plate. And then it was lovely how then the acquisition came back into focus, but you’d already done the things. And then that just makes conversations different than the first round. Because you had proactively made other changes and it wasn’t because an acquirer was forcing you to make those changes or wanted you to make those changes. You had just had proactively done that.
Stephen Woessner [00:20:04 – 00:20:15]
And coincidentally, I’ll say coincidentally, and you certainly do not, I’m not asking you to add numbers to this in the least little bit, but in my opinion, added value to the business having done that.
Taylor McMaster [00:20:16 – 00:20:22]
Absolutely. And lucky for me, I had just stepped away from the business for 6+ months fully.
Stephen Woessner [00:20:23 – 00:20:23]
Yeah.
Taylor McMaster [00:20:23 – 00:20:30]
And they could see that the business was fine without me. And so, although—
Stephen Woessner [00:20:30 – 00:20:31]
That’s interesting.
Taylor McMaster [00:20:31 – 00:20:46]
Yeah. And most people don’t have that opportunity, like a forced break. Um, but it did work out for me in my favor because I could show that, see, I have built this team. I’ve been gone. Everything’s okay.
Stephen Woessner [00:20:47 – 00:21:36]
This is so good. So friends, we’re going to take a quick break. So Taylor and I are going to just take a quick pause here. And when we come back, we’re going to talk a little bit more about some of the things, again, respecting confidentiality and so forth. So you’re not going to hear me ask Taylor specific numbers, but we’re going to talk about process and so forth and maybe some metrics, but not maybe the specific numbers of those metrics, but the things that E2M as the prospective acquirer, what they were looking for. And then we’re going to keep that, you know, really focused on business development. Again, that’s our area of expertise here, and that’s what we’re trying to help you with so that as you’re working toward becoming an in-demand agency, those things are just even more specific and easy to point to. So we’re going to take a quick break and then Taylor and I will be back to continue down that path.
Stephen Woessner [00:21:36 – 00:22:44]
So we’ll be back in just a minute. Welcome back, friends. I hope that you found some great takeaways and golden nuggets out of, I’ll just call that segment number 1. And now we’re going to do segment number 2, Taylor and I. And at the break, we’re right before the break, we started kind of looking at the types of things that a potential acquirer are going to be paying attention to. And Taylor shared with you in full transparency, the mat leave or her mat leave, excuse me, and how that, you know, she had made the decision that when she came back from mat leave or mat leave was over, she didn’t want to be working in the business the way that she was previous. And so now we’re going to sort of pick back up the acquisition again and some of the things that the prospective acquirer, in this case E2M, what were the things that they were looking for? Like what were the metrics that they were looking for? And I’m not asking Taylor for specifics or to breach any sort of confidentiality, is just sort of like the buckets of metrics that they were looking for and what they were hoping to essentially get on the other side of the acquisition. So let’s start there.
Stephen Woessner [00:22:44 – 00:22:54]
So Taylor, what were some of the things that the e2m team was really interested in learning about and looking at and evaluating the acquisition of Dot?
Taylor McMaster [00:22:56 – 00:24:22]
I mean, any buyer’s going to come in and want to know, how do I take this current business Mm-hmm. And grow it? How do I double it? How do I triple it? How do I make sure that this is successful? And so, when they were looking at Dot, they were looking at things like, what is this? How does the service really work? And what is the churn from every client? And what is the churn for each of our team members? And what are the acquisition costs of acquiring a team member and a client? And where are the gaps that they are going to have to step in and fix? Where are the holes? Of course, they wanted to know, you know, how involved I am in those kind of things. But really, they were looking at, as a business, where are the opportunities and where are the risks? You know, doing the classic SWOT analysis really is what, what they’re looking at. And analyzing it to say, okay, can we confidently look at this business and say, here are the holes we’re going to plug and then we’re going to scale it? And so, so really they just, they just wanted to see the history of the last 3 to 4 years in terms of client growth, client churn, team growth, team churn, and to just be able to break down the business and say, okay, here’s what we would do to double the business in the next 2 years.
Stephen Woessner [00:24:27 – 00:25:13]
Amazing. Another theory to kind of stress test here. So you had mentioned to me before that E2M was looking at DOT as really kind of a strategic move for them. So again, I’m making an assumption based on what you said a few minutes or a minute or so ago. You said, you know, here are the holes that we can plug. So my assumption is, is that they looked at that and said, okay, so here’s a hole or 2. If Dot was like Swiss cheese, that may have been a different story, but here’s a hole or 2 that we, or some of the other companies that we’ve already acquired, can plug. And that actually contributed to the strategic move for them of being able to plug those.
Stephen Woessner [00:25:13 – 00:25:35]
Like, if we can plug that here and here because of these other strategic transactions that we’ve done, that company and that company plugs this hole and that hole. That could be like adding lighter fluid to this campfire that’s already burning really, really well. Again, I’m making an assumption, so let’s pressure test that. Is that in any way accurate?
Taylor McMaster [00:25:36 – 00:25:48]
I would say yes, in some ways. Now, they, with eTerm specifically, they didn’t have other businesses that they had acquired that were in our realm.
Stephen Woessner [00:25:48 – 00:25:49]
Okay.
Taylor McMaster [00:25:49 – 00:26:35]
They had acquired other businesses that folded into the E2M service line. Now, we were a completely different service line, but some of the things that we thought would make the most sense were they already had our audience so we could cross-sell, upsell between the 2 businesses, which is happening and it’s going well. Also, some of the you know, other issues that might have been in the happening in the business, they had ideas of how they could help improve that. And from a leadership perspective, they had a lot of experience in the agency space. They had a really amazing C-suite team that could help us and coach us to be able to get the business there. So, I think it was, they had the experience that maybe I didn’t.
Stephen Woessner [00:26:35 – 00:26:35]
Hmm.
Taylor McMaster [00:26:36 – 00:26:45]
Uh, that they could kind of advise and plug in and, and kind of get the business there, which is, is true. It has been great so far.
Stephen Woessner [00:26:46 – 00:27:38]
Yeah. And, and that just, that highlights something else about like this strategic transaction that by acquiring Dot& Co. and they already had an audience. So friends, again, this is the power of owning an addressable market. Like owning the audience, having an audience. And in this case, E2M and Dot shared an audience. And E2M smartly thought, hmm, if we can take Dot and all of these amazing things that they’re already doing and share that with our existing audience, then that adds jet fuel or lighter fluid or whatever metaphor you want to be able to use to that, right? We’re going to take this proven model. We’re going to introduce it to people who they may not already know, and we’re going to do that collectively as a team.
Stephen Woessner [00:27:40 – 00:27:48]
Holy bananas. That creates a wonderful win-win for Dot, for e2m, e2m and Dot together, and then for the audience.
Taylor McMaster [00:27:48 – 00:28:21]
Exactly. Yeah. And it’s cool when you, when you learn about these theories and processes before going through an acquisition, you know, if you listen to podcasts or read books, but then just actually sit on the other side of the table and hear what kind of questions they ask and thoughts that they have or strategies that they bring to the table, it really is just business. You know, it’s basic business principles that they’re looking to make sure are covered and how they can kind of take that business and take it to the next level.
Stephen Woessner [00:28:22 – 00:29:33]
Amen to that. I know that we need to start thinking about coming in for a landing. So there’s a couple of things would really appreciate your advice and expertise on. So the first is looping back to the roles piece, because you mentioned like sales and pipeline and so forth, as these are really important roles to be worked out of the business, whether I’m working out of the org chart or I’m going to exit working myself out of the org chart, or I’m going to exit the business. So would love to go back into that piece, the sales pipeline piece. And then when we’re finished with that, And how we’ll come in for a landing is, as our audience is listening to you right now, you know, in what, what are some of the things, whether we say in the next 90 days, in the next 12 months, if, if an owner is listening to you right now and they know that they want to exit the business, either exit the business as a true sale or exit the org chart, what are some of the things they need to start thinking about and getting into place, like functionally into place? Uh, and that’s how we’ll come in for a landing. So, let’s loop back to the role, um, sales and pipeline. So, you identified the role that I need to be out of that role.
Stephen Woessner [00:29:34 – 00:29:36]
How then did you do that?
Taylor McMaster [00:29:36 – 00:30:09]
Hmm. Well, for sales, for example, our sales process was pretty, pretty straightforward. You know, I brought it to a point where every call was the same. There were a process that we were following, and so I was able to document that process and train a salesperson, someone on my team, to take those calls. And so that did take a while. It took a lot of shadowing, a lot of coaching, um, and that probably took 6 months before I was out of sales calls.
Stephen Woessner [00:30:10 – 00:30:10]
Okay.
Taylor McMaster [00:30:11 – 00:30:52]
Um, so that was step one, and I realized that That was a piece of the puzzle where it was repeatable. It was something that I could coach and train someone to do. So, I was able to kind of check that off the list. Management came early. I knew that that was not something that I was strong at, and I knew that in order for me to stay focused on the business, I needed to have someone managing the team. Mm-hmm. And then recruitment, that was another area of our business that needed a lot of attention. So that had dedicated team member who took that ownership.
Taylor McMaster [00:30:54 – 00:31:11]
And then the last thing before pipeline that I delegated was the operations seat. So having somebody to oversee the finances, the growth targets, oversee the leadership team. That was a big unlock for me.
Stephen Woessner [00:31:12 – 00:31:12]
Hmm.
Taylor McMaster [00:31:13 – 00:31:34]
That again took a while. That probably took 6, 9 months before I was out of that seat. Um, and then the last, like I said, was that fractional CMO, getting somebody in that content seat to be able to actually drive leads, own the marketing funnel, and push those leads over to my closer.
Stephen Woessner [00:31:36 – 00:31:55]
So you mentioned pipeline a few minutes ago and then the content seat and then driving leads over to the closer. So just, just so we’re kind of all singing from the same hymnal, when you refer to pipeline, my assumption is all of those things go up into pipeline, but is there anything else that sort of fits into that bucket that you knew was important?
Taylor McMaster [00:31:56 – 00:32:48]
Hmm. So I always owned the the brand, like I was the face of Dot doing podcasts like this, getting, you know, doing webinars, all of that external-facing things that I had never really tested handing that off to someone else. Hmm. So while I was on that mat leave, I sent someone to an event, I sent someone to a webinar. I started to test getting other people’s faces as the face of Dot. Which had to happen because I could not travel and was a huge benefit to the acquisition because I could say, hey, I sent Jenna to this event and she closed XYZ. I sent Tiffany to this webinar, she did XYZ. So they could see, oh, it’s not all on Taylor and other people can do those roles.
Taylor McMaster [00:32:48 – 00:33:34]
So that was kind of the last piece of quote pipeline that I was able to hand off because I didn’t really know the impact of it. I didn’t know if it would work or not because I was always the face. So, handing off the fractional CMO work and also the face of Dot was like scary, but had to happen for me at that point in my life and then was a huge benefit. So, if you’re listening and you’re saying, oh, well, I do everything right now, well, maybe you could send one of your senior team members to an event to speak or to a webinar or to host a podcast episode, whatever that looks like for you, because it will stress test how needed you are in that seat.
Stephen Woessner [00:33:36 – 00:33:54]
Amen. And, and the good news is, is let’s say that, you know, Tiffany on the webinar, let’s say it was a— this was obviously not the case, but let’s say it was a total dumpster fire. Okay. But in the grand scheme of things, still a pretty low-risk experiment.
Taylor McMaster [00:33:54 – 00:33:55]
Yes.
Stephen Woessner [00:33:55 – 00:34:02]
Right? And so to be paralyzed by the fear of what if that doesn’t go well? Yeah, but what if it does?
Taylor McMaster [00:34:02 – 00:34:07]
Yeah. What if you get all that time back? You know?
Stephen Woessner [00:34:07 – 00:34:45]
100%. This has been absolutely amazing. Taking a ton of notes, uh, proof of concept, honest, taking a ton of notes. Um, so as we come in for a landing here, would appreciate your expert counsel on if we were to think of like in the next 90 days you ought to do this, or maybe it’s more appropriate from your perspective to say in the next year, think about this. What are some of the big things, more, more kind of tactical things that you would want our audience to be thinking about, whether it’s to exit the business fully or exit the org chart? What would you advise?
Taylor McMaster [00:34:46 – 00:34:48]
Hmm. Have really good numbers.
Stephen Woessner [00:34:49 – 00:34:49]
Hmm.
Taylor McMaster [00:34:50 – 00:35:36]
And I don’t mean just accounting numbers, ’cause honestly, I don’t read those. Um, have a structured operating system in your business that has backdated years so that you can show a potential buyer That you are organized, you have data to back up all decisions that you make, and that’s all documented for them to see. When we went through the due diligence process multiple times, we were able to, within 24 hours, turn around an entire, entire, I don’t know, 20-folder document of information that they wanted.
Stephen Woessner [00:35:36 – 00:35:37]
Wow.
Taylor McMaster [00:35:37 – 00:36:38]
That was because we built it to sell it. Everything was, was built so that we had all of our numbers ready at any time. So, I would say have a really strong operating system that you use, things like scorecards and just like clear information of, of the levers that actually matter in the business. So in our case, that was new clients, sales call, um, conversion numbers. It was time to get a new client from sale to working with them. In our case, it was churn, it was client churn, it was account manager churn. It was all these numbers that are levers in the business that a buyer’s going to say, oh, we just need to fix this, this, this, and this, and then we’re good. So I would say have a really clear spreadsheet of all the information that a buyer might need.
Stephen Woessner [00:36:40 – 00:37:10]
Amazing. Excellent insights and wisdom. Thank you, Taylor. I’m grateful that one, for our chat that we had a while back to be able to talk about this, and then thank you for accepting my invitation to come onto the show and sharing in full transparency. Your experience, how that worked, the process, and the level of specificity. I’m grateful for that. As you know, I love the specifics, as I know that you appreciate the specifics. So thank you so much for generously sharing of yourself.
Stephen Woessner [00:37:11 – 00:37:12]
I am grateful for that, my friend.
Taylor McMaster [00:37:13 – 00:37:16]
Thank you, Steven, for having me on, and hopefully this won’t be the last.
Stephen Woessner [00:37:20 – 00:38:10]
Okay, friends, I hope you enjoyed the conversation with Taylor as much as I did. Holy bananas. Uh, it, when I walked into that conversation with, with Taylor, I was thinking about it from, or through the lens of a sale or an exit from an agency. And as I walked out of that conversation with Taylor, I was thinking even more about biz dev pipeline in a particular demand. Because when Taylor listed the roles she had to stop playing before E2M would see Dot& Co. as worth acquiring, Sales calls and pipeline were the last 2 to go, and they were the 2 that she said she naturally would’ve kept as part of work going forward. And I think that’s true for most of the agency owners that I know. The founder is the rainmaker.
Stephen Woessner [00:38:10 – 00:39:15]
The founder’s relationships are the pipeline. The founder’s inbox is where demand lives. And here’s the problem with that, friends. A buyer looks at your agency and asks, Is there a predictable biz dev pipeline already in place, or does all of this, all of that work, does that depend on one person? And when the honest answer to that question is indeed yes, one person, the probability of an acquirer saying yes goes down. So Taylor decided that she was going to build it a different way. She was going to build a pipeline that her team ran, demand that she could reasonably be able to predict, a business that she could legitimately hand to someone else, in this case, E2M. And that’s what being built to sell means. So I’m going to share with you 4 takeaways from my notes that you and your team can take and apply Right away.
Stephen Woessner [00:39:15 – 00:40:00]
And as we’re walking through this, you’re going to hear me share a number of direct quotes from Taylor. So I’ll be doing the quote end quote, um, because I want to make sure that I get the context 100% right. So takeaway number 1, uh, decide the endgame and build the pipeline backward from it. So Taylor said, quote, the endgame was an exit. Whether that meant a full exit from the business or an exit from the org chart, end quote. Then she got even more specific. Quote, I knew that the endgame did not involve me having a job, end quote. Very specific on what it was that she wanted.
Stephen Woessner [00:40:01 – 00:40:52]
So friends, you may never want to sell your agency and all good with that. But if you want to exit the org chart, like functionally someday, or simply take a real vacation, uh, the question is still the same. Can your agency create its own demand while you are not in the room? And Taylor answered that question years before a buyer asked. And that’s why she had options. So takeaway number 2, pipeline is the last seat the founder gives up. So start there on purpose. So Taylor handed off management and you heard her talk about how she handed off recruitment, and that was like early on in the process. And then operations took another 6 to 9 months.
Stephen Woessner [00:40:52 – 00:41:24]
She was very diligent and very specific in how she shared all of that with you. Awesome. But sales and pipeline, in her words, quote, those were probably the 2 roles that I naturally would have kept, but, end quote. But then she decided that she was going to systematize them instead of keeping them. And her sales process was repeatable. She got it to a point where every single call was the same. So she documented it. She trained a team member through shadowing and coaching.
Stephen Woessner [00:41:24 – 00:42:43]
And 6 months later, she was out of sales calls altogether. Then she hired a fractional CMO to own the content, to be able to drive leads and hand those leads over to a closer. And the last piece was being the face of Dot. So she decided that she would run a bit of an experiment. She sent a couple of team members to an event and then to a webinar in her place. Because she wanted to see if the biz dev process essentially downstream from both of those that we would call transitional moments from the event and from the webinar downstream from those, if the biz dev process of generating leads, nurturing those leads, helping them move all the way through to close inside the biz dev system, inside the pipeline, did that actually work as designed? So And the good news was, yes, it did. And so Taylor’s advice to any owner who is still the entire pipeline is to send a senior team member to speak, to host a webinar, to host a podcast episode, because as she said, quote, it will stress test how needed you are in that seat, end quote. So takeaway number 3, a systematized pipeline is what makes demand predictable.
Stephen Woessner [00:42:44 – 00:43:27]
And predictable is what a buyer pays for. So think about what E2M wanted to know. Taylor said, quote, any buyer is going to come in and want to know, how do I take this current business and grow it further? And Taylor broke down several different examples. They looked at client acquisition costs. They looked at client growth and client churn over the last 3 to 4 years. Where the gaps were. So in other words, friends, they were evaluating the pipeline. They weren’t evaluating Taylor’s charisma and the system that produced new clients, whether or not Taylor was on the call or not.
Stephen Woessner [00:43:27 – 00:44:17]
Yeah, they were paying attention to those things. And because she had been away from the business for more than 6 months, as she talked about maternity leave, She talked about, and here’s a quote, quote, they could see that the business was fine without me, right? So she stepped away 6 months for maternity leave. She had nothing, no attachment to the business or connection to the business at all, which ended up being this really amazing, awesome litmus test that the system was working. A buyer pays for demand that keeps arriving after the owner leaves. And she had the perfect case study and well-documented to show that it had. Okay, so now we’re going to come in for a landing. Before my voice gives out here, we’re going to come in for a landing for takeaway number 4. The numbers are how you prove the pipeline runs.
Stephen Woessner [00:44:18 – 00:44:45]
So Taylor’s closing advice was simple, quote, have really good numbers, end quote. And it sounds like perfect advice. And she meant pipeline numbers. Yes, absolutely. Not just accounting numbers. Right. So she talked about new clients. Sales call conversion rate, or sometimes we refer to that as your win rate, or time from the sale to the start of the work, client churn, team churn.
Stephen Woessner [00:44:46 – 00:45:49]
And her team tracked all of those data points for years. So when due diligence time came, you know, they turned around a full folder of their requested documents within 24 hours. And her explanation of like why they did that, how they had the discipline to do that, how they were thinking well in advance to be able to do that was she said, Stephen, we built it to sell it. So if your agency cannot show a buyer how many first conversations became clients last year, or how long that that took, then your demand might be real awesome, but it’s not yet predictable. It’s not yet quantifiable to the degree that Taylor was walking us through, and a buyer cannot pay for what you can’t show them. Okay, so here’s how I’m thinking about the conversation with Taylor and the teaching that she shared with us in the context of the authority-demand ecosystem. Authority earns attention. Awesome.
Stephen Woessner [00:45:50 – 00:46:29]
And a pipeline that your team runs with the proof that’s visible and your trust bridge working without you standing on it. How amazing is that? And then on the demand side, new clients arrive on a schedule that you can reasonably predict. And your right fit prospect says, I can’t lose them. This team is so amazing. And when your prospects are saying that, then your prospective buyer may be thinking that exact same thing. Predictable demand that does not depend on you, friends. That is what is built to sell. Whether you ever sell or not.
Stephen Woessner [00:46:29 – 00:47:28]
So here’s my challenge to you. Before the end of this month, map your pipeline as a set of seats. Like who sends the invitations to prospects? Who takes the first conversation? Who follow-ups? Who shows up as the face of the agency? And then circle every seat that has your name in it. Then pick one, pick one seat, because my assumption is you’re probably, your name is going to be in many of those seats. So pick one, pick one of the seats, document how you do it, choose the person who will carry it forward instead of you, and run one low-risk test this month. Ask that person to go to a webinar, ask that person to attend an in-person event. Or do a podcast interview in your place. One seat, one system, one month.
Stephen Woessner [00:47:30 – 00:48:05]
Because your agency does not become worth acquiring by promising that the pipeline runs without you. It becomes worth acquiring when a buyer can see it, can see that it already does run without you, just like Taylor shared with you in full transparency. So friends, thank you very much for spending your time with Taylor and me today. We all have the same 86,400 seconds in a day, and I am grateful that you chose to spend some of your time with Taylor and me. Until next week, onward with gusto.
Each episode of the In-Demand Agency Podcast deconstructs the science of demand…from behavioral psychology, decision-making research, and the cross-industry strategies behind why B2B buyers make decisions.